Corporate industrial engineer functioning primarily as a project manager/process improvement leader supporting the 21 operating distribution centers. Relationship builder throughout all levels of the organization. Implemented bottom line productivity improvements across network. Managed multi-million dollar capital projects. • Managed the company’s first manufacturing account during startup. Worked with a multi-company team to develop product design, manufacturing processes, and process improvements. Customer demand has increased from three million units the first year to thirty million the second year.• Implemented Red Prairie labor management system in two distribution facilities with a total of 1.5M sq. ft. and 100 associates. • Led the selection, pilot, and implementation team for the company’s new slotting software, Optislot, which has helped to improve picking productivity and quality.• Managed the fleet management program, which included tracking cost per hour information and establishing a national account contract. This contract has saved the company almost 10% on all forklift purchases.• Directed ISO 9000 certification for one of the main campus facilities with just under 1M sq. ft.• Developed AutoCAD layouts for all of the main Saddle Creek sites, a total of just under 10M sq. ft.• Engineered productivity standards for multiple accounts. • Managed material handling purchases for multiple account startups with budgets of up to $2,000,000• Experience with developing RFP solutions and layouts. Super-User for the home-grown labor modeling program used to calculate productivity for the pricing model.

Responsible for shift operations of the orange oil production and distribution processes. Managed three different shifts and 12 associates. • Managed daily production of high value orange oil.• Coordinated with multiple departments to optimize throughput for orange oil production, as well as juice and animal feed production.• Conducted daily quality analyses on product to ensure high quality standards were being met.• Increased oil throughput by lowering the flow rate of raw materials into the area’s ten centrifuges, which increased the efficiency of each machine.

Managed end-of-day operations for the local distribution center in a union environment.• Worked with each driver supervisor to ensure all 70 drivers completed assigned work within the designated time period.• Managed one customer service representative who handled in-center pickups.• Compiled end of day productivity reports for both delivery and sort operations.• Handled customer service calls that dealt with driver issues, customer pickups, and service failures.

Worked within a five person industrial engineering team to develop labor standards for two local distribution centers, which included over 130 drivers. • As a team, collected time study data on each individual route.• Based on the characteristics of each route, developed work standards for each delivery area.• The new standards helped to evaluate productivity increases during the company’s “Right Turn Only” campaign.